The Research on Innovation Business Model of Cultural and Creative Quarters─A Case Study of Huashan 1914 Creative Park

• Main Authors: Wu,Chiou-Inn, 吳秋英
• Other Authors: 林詠能
• Format: Others
• Language: zh-TW
• Published: 2014
• Online Access: http://ndltd.ncl.edu.tw/handle/6ehqhj

碩士 === 國立臺北教育大學 === 文化創意產業經營學系 === 102 === The Taiwan government has been taking proactive actions to develop cultural and creative industries, to which cultural and creative parks provide important venues. The Ministry of Culture, therefore, has established five such parks, among which, Huashan 1914 Creative Park was the first to finish renovation and start operation. Consequently, Huashan’s business model has recently become exemplary among academics as well as private and public sectors. Based on Alexander Osterwalder’s nine business model factors, this research aims to analyze the innovative business model of Huashan by way of expert interviews and observation. The result can be utilized by any relevant agencies and park managers in regards to their business models and policy making. The successful business model of Huashan 1914 Creative Park is concluded from the following aspects: 1. Customers: 1) clear target customers; 2) strong value proposition: three key customer values of humanity, society and aesthetics; 3) good media relationships and market channels; 4) mutually beneficial customer relationships. 2. Resources: 1) key activities: creating art and cultural spaces, managing channels; 2) interdependent key partnerships; 3) key resources: location with historical background, great financial management and talents. 3. Financial management: 1) steady profits; 2) explicit cost structure.